Managers on the Way Up
One of my senior manager executive coaching clients is becoming better at leading her boss and helping her to do her job better. I am coaching a several middle managers to better lead their boss, and help team members become more fully engaged.
The middle managers know that for the company to thrive depends on all company leaders and team members to take initiative and act decisively. Human Resources is partnering with middle managers to become more confident and assertive in helping the organization execute its strategy. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their ability to lead.
Assertive Diplomacy
Taking initiative requires assertiveness, confidence and decisiveness. Effective leaders radiate power and seem to be in total control.
But too much assertiveness (i.e., aggressiveness) drives people away, discourages collaboration and causes people to resist your influence.
Assertiveness, by definition, is the outcome of acting like a leader; that is, it gives people a reason to believe in your abilities to decide, act and lead others.
Managers on the way up want to ensure they’re seen as “assertive enough.” Those at or near the top are often advised to be “less assertive.” In truth, there’s a special kind of assertiveness that is just right — a quiet confidence and power that’s called “reflective assertiveness.” It emerges from experiences, including one’s trials and triumphs. It requires both humility and resilience.
To cultivate reflective assertiveness, you must:
1. Listen first. A leader’s ability to listen signals that he values others’ ideas and input.
2. Keep it low. People know where power lies. You don’t need to advertise it. If you model quiet power, you can remain calm when tempers fly.
3. Act decisively. The payoff to reflective assertiveness is decisiveness. You demonstrate strength by acting confidently. Even if you need some time to think before taking action, you can keep people informed about how the decision-making process is progressing.
Challenge Ideas, Not People
It takes gumption to challenge assumptions and the status quo. Middle managers must care enough to shake things up, and they’re in a perfect position to see what doesn’t work.
Those who resist your ideas will undoubtedly outnumber your supporters at first, but persistence pays off. Begin by challenging “the way we’ve always done it.” You must be willing to rethink options. Only then can you create new possibilities and solutions.
At the same time, you may find it uncomfortable to challenge those in authority. It’s a natural feeling. The trick is to challenge assumptions, not the individuals in positions of power. Focus on ideas, not personalities.
Push Back
Not all bosses want to be led. Some fear their authority will be undermined. Others are so insecure that leadership from below is a threat that must be stamped out at all cost.
These obstacles shouldn’t prevent you from trying to lead your boss, when appropriate. Observe the following guidelines:
• Stick with the facts. Management is rooted in valid data, so build your arguments with fact-based evidence. Make sure your research is on point, and dig to find other points of view so you can counter them.
• Ask others to challenge your premise. Before presenting your ideas to your boss, find people who can play devil’s advocate and explore your assumptions. They will either disprove your premise and prompt you to rethink your course of action, or they will validate your path and boost your confidence.
• Don’t confuse causation with correlation. Just because there’s a link between two issues doesn’t mean one provoked the other.
Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers take the initiative in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.
I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.
One of my senior manager executive coaching clients is becoming better at leading her boss and helping her to do her job better. I am coaching a several middle managers to better lead their boss, and help team members become more fully engaged.
The middle managers know that for the company to thrive depends on all company leaders and team members to take initiative and act decisively. Human Resources is partnering with middle managers to become more confident and assertive in helping the organization execute its strategy. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their ability to lead.
Assertive Diplomacy
Taking initiative requires assertiveness, confidence and decisiveness. Effective leaders radiate power and seem to be in total control.
But too much assertiveness (i.e., aggressiveness) drives people away, discourages collaboration and causes people to resist your influence.
Assertiveness, by definition, is the outcome of acting like a leader; that is, it gives people a reason to believe in your abilities to decide, act and lead others.
Managers on the way up want to ensure they’re seen as “assertive enough.” Those at or near the top are often advised to be “less assertive.” In truth, there’s a special kind of assertiveness that is just right — a quiet confidence and power that’s called “reflective assertiveness.” It emerges from experiences, including one’s trials and triumphs. It requires both humility and resilience.
To cultivate reflective assertiveness, you must:
1. Listen first. A leader’s ability to listen signals that he values others’ ideas and input.
2. Keep it low. People know where power lies. You don’t need to advertise it. If you model quiet power, you can remain calm when tempers fly.
3. Act decisively. The payoff to reflective assertiveness is decisiveness. You demonstrate strength by acting confidently. Even if you need some time to think before taking action, you can keep people informed about how the decision-making process is progressing.
Challenge Ideas, Not People
It takes gumption to challenge assumptions and the status quo. Middle managers must care enough to shake things up, and they’re in a perfect position to see what doesn’t work.
Those who resist your ideas will undoubtedly outnumber your supporters at first, but persistence pays off. Begin by challenging “the way we’ve always done it.” You must be willing to rethink options. Only then can you create new possibilities and solutions.
At the same time, you may find it uncomfortable to challenge those in authority. It’s a natural feeling. The trick is to challenge assumptions, not the individuals in positions of power. Focus on ideas, not personalities.
Push Back
Not all bosses want to be led. Some fear their authority will be undermined. Others are so insecure that leadership from below is a threat that must be stamped out at all cost.
These obstacles shouldn’t prevent you from trying to lead your boss, when appropriate. Observe the following guidelines:
• Stick with the facts. Management is rooted in valid data, so build your arguments with fact-based evidence. Make sure your research is on point, and dig to find other points of view so you can counter them.
• Ask others to challenge your premise. Before presenting your ideas to your boss, find people who can play devil’s advocate and explore your assumptions. They will either disprove your premise and prompt you to rethink your course of action, or they will validate your path and boost your confidence.
• Don’t confuse causation with correlation. Just because there’s a link between two issues doesn’t mean one provoked the other.
Are you working in a company or law firm where mangers are assertive in initiating change? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative and be more confident and assertive? During uncertain economic times, leaders at all levels need to listen deeply and act decisively.
One of the most powerful questions you can ask yourself is “Am I a middle manager who is confident, assertive and acts decisively?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who are appropriately assertive, and where employees are fully engaged.Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers take the initiative in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.
I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.
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